Tag: Organization

  • Social organization definition elements types functions

    Social organization definition elements types functions

    Explore the concept of Social Organization, encompassing its definition, key elements, types, functions, characteristics, challenges, and theoretical perspectives. Understand how relationships, roles, and institutions shape societal interactions and influence collective behaviors in a dynamic world.

    What is the Social organization?

    Social Organization refers to the structured arrangement of relationships, roles, institutions, and norms that shape how individuals and groups interact within a society. This concept serves as a crucial foundation for understanding collective behaviors and ensuring societal stability.

    Social organization provides the framework within which individuals operate, ultimately facilitating cooperation, order, and the fulfillment of individual and collective needs. Below is an expanded exploration of the key elements, types, functions, challenges, and theoretical perspectives of social organization.

    Meaning and definition of Social organization

    Social Organization refers to the structured arrangement of relationships, roles, institutions, and norms that shape how individuals and groups interact within a society. This concept serves as a crucial foundation for understanding collective behaviors and ensuring societal stability.

    Social organization provides the framework within which individuals operate, ultimately facilitating cooperation, order, and the fulfillment of individual and collective needs.

    Key Elements of Social Organization

    Also known as examples of social organization, below are best define;

    Roles and Statuses

    • Roles: Every individual in society occupies multiple roles, each with expected behaviors. For instance, a teacher not only imparts knowledge but also mentors students and communicates with parents. This multiplicity of roles influences how individuals navigate social interactions and organizational structures.
    • Status: Status can be ascribed, such as being born into a royal family, or achieved through personal efforts, like obtaining a degree. The impact of status can significantly affect an individual’s self-perception and societal interactions.

    Groups

    • Primary Groups: These are characterized by close, personal relationships that provide emotional support and socialization (e.g., family, and close friends). Members typically feel a strong sense of loyalty and belonging.
    • Secondary Groups: Larger and more impersonal, these groups exist for specific purposes or goals, such as work teams, community organizations, or clubs. While relationships might be less intimate, they play a vital role in fulfilling functional needs in society.

    Institutions

    Formal systems are established to address core societal functions:

    • Family: Acts as the fundamental unit for socialization, nurturing, and emotional support.
    • Education: Essential for the transmission of knowledge, cultural values, and skills necessary for societal participation.
    • Government: Creates and enforces laws, maintaining order and providing public services that benefit the community.
    • Religion: Offers individuals spiritual guidance, community, and shared moral values, thereby fostering societal cohesion.
    • Economy: Responsible for resource distribution, employment, and driving production, the economy shapes everyday life and societal interactions.

    Norms and Values

    • Norms: These unwritten rules govern behavior in various contexts, guiding individuals on what is considered acceptable or unacceptable (e.g., laws, social etiquette). Norms can vary significantly across different cultures and change over time.
    • Values: These are the shared beliefs that drive a society’s principles and ethics, influencing behavior and decision-making. For instance, a value like equality may promote movements for social justice and equal rights.

    Social Stratification

    This concept refers to the hierarchical arrangement of individuals and groups in society, influencing access to resources, opportunities, and power. Various forms of stratification, including class (socioeconomic status), caste, and race, create differing levels of privilege and disadvantage, often necessitating societal reforms to address inequalities.

    Power and Authority

    • Power: The capacity to influence or control the actions of others, power dynamics play a critical role in social organization. Those with power can shape policies, norms, and cultural narratives.
    • Authority: Distinct from power, authority is considered legitimate and accepted by society. Authority can stem from tradition (e.g., monarchies), law (e.g., elected officials), or charisma (e.g., influential leaders).

    Types of Social Organization

    • Formal vs. Informal
      • Formal: Characterized by structured relationships and established rules or protocols (e.g., governments, corporations, educational institutions) that operate within a clear hierarchy.
      • Informal: Comprising spontaneous and flexible networks (e.g., friend circles, community gatherings) that can offer emotional support and social interaction without rigid structures.
    • Traditional vs. Modern
      • Traditional: Often kinship-based, these societies rely on customs and cultural practices, typically relevant in agrarian or tribal settings, where roles may be stable and inherited.
      • Modern: These societies are characterized by industrialization and bureaucratic processes fostering innovation and rapid change. Relationships may be more fluid, and roles can evolve with economic and technological advancements.
    • Voluntary Organizations: These are non-profit entities formed by individuals through shared interests and goals, such as NGOs, charities, or clubs, which often address social issues like poverty, education, health, and human rights.

    Functions of Social Organization

    1. Maintaining Order: Laws, norms, and regulations established by various social institutions help mitigate conflict and maintain social harmony, offering a sense of security to individuals and groups.
    2. Meeting Needs: Through established institutions, society can address essential human needs. Such as education, healthcare, and security, facilitating the overall well-being of its members.
    3. Transmitting Culture: Social organization plays a pivotal role in cultural continuity by passing down knowledge, traditions, values, and practices across generations, helping to shape identity and belief systems.
    4. Adapting to Change: Social organizations must continually evolve in response to technological advancements, environmental shifts, and social movements. This adaptability allows societies to remain resilient in the face of challenges.

    Characteristics of Social Organization

    1. Structured Relationships: Social organization is defined by the arrangement of relationships among individuals and groups, facilitating social interaction.
    2. Roles and Statuses: Individuals occupy various roles, each with specific expectations, and hold different statuses that influence their interactions.
    3. Institutions: Formal institutions such as family, education, government, religion, and economy shape societal function and individual roles.
    4. Norms and Values: Shared beliefs and unwritten rules govern behavior, guiding acceptable practices within a society.
    5. Types: Includes formal (structured) and informal (flexible), traditional (kinship-based) and modern (industrialized), as well as voluntary organizations (non-profits).
    6. Power Dynamics: Power and authority structures affect how individuals and groups interact, influencing access to resources and decision-making.
    7. Social Stratification: Hierarchical arrangements within society create disparities in access to resources and influence, impacting social relations.
    8. Adaptability: Social organizations must evolve in response to changes in technology, culture, and environmental conditions.

    Challenges

    • Globalization: The increasing interconnectedness of societies can blur cultural boundaries. Resulting in hybrid social organizations that blend traditions and norms but also raise concerns about cultural preservation.
    • Inequality: Social stratification can perpetuate disparities in wealth, power, and opportunity, leading to social tensions and necessitating efforts for reform to promote equity.
    • Technology: Advances in technology can disrupt traditional social structures (e.g., remote work, social media interactions), changing how individuals relate and communicate while also creating new forms of communities.
    • Environmental Crises: As societies face pressing environmental challenges, the need for transnational cooperation and new organizational forms becomes essential for promoting sustainable practices and addressing global issues.

    Theoretical Perspectives

    1. Functionalism (Durkheim): This perspective views society as a complex system whose parts work together to promote stability. Functionalists focus on how various institutions and norms contribute to the overall functioning of society.
    2. Conflict Theory (Marx): This viewpoint emphasizes the role of power dynamics and inequality in shaping social organization. It focuses on the conflicts between different social classes and the exploitation that arises from capitalist structures.
    3. Symbolic Interactionism (Goffman): This micro-level theory examines how daily interactions and the meanings individuals attach to behaviors and symbols influence the formation and evolution of social organizations.

    Social organization is dynamic and continuously evolving, adapting to the changing needs, values, and circumstances of human society. Understanding the complexities of social organization is vital for addressing contemporary challenges and fostering communities that are equitable, resilient, and cohesive. By examining the structures, functions, and dynamics of social organization. We can better comprehend the intricate tapestry of human life and work toward positive social change.

    FAQs

    What is Social Organization?

    Social Organization refers to the structured arrangement of relationships, roles, institutions, and norms in a society that shapes interactions and collective behaviors.

    What are the key elements of Social Organization?

    Key elements include roles and statuses, groups (primary and secondary), institutions (like family, education, government, religion, and economy), norms and values, social stratification, and power and authority.

    What are the types of Social Organizations?

    Types include formal (structured institutions) vs. informal (flexible networks), traditional (kinship-based) vs. modern (industrialized), and voluntary organizations (non-profits).

    What functions does Social Organization serve?

    It maintains order, meets societal needs, transmits culture, and adapts to change.

    What challenges does Social Organization face?

    Challenges include globalization, inequality, technology effects, and environmental crises.

    What are the theoretical perspectives on Social Organization?

    Key theories include Functionalism (Durkheim), Conflict Theory (Marx), and Symbolic Interactionism (Goffman), each providing different insights into how societies operate and evolve.

  • The Difference Between Leadership and Management

    The Difference Between Leadership and Management

    Discuss the difference between leadership and management. They are two distinct concepts that play different roles within an organization. Leadership involves inspiring and guiding others towards a vision, while management focuses on planning, organizing, and controlling resources. Both are essential for the success of a business. This blog post explores the characteristics of leadership and management, their relationship, and when to lead or manage in different situations.

    Leadership and Management: Unraveling the Key Variances

    Leadership and management are two distinct concepts that often used interchangeably, but they have different meanings and roles within an organization. While both leadership and management are essential for the success of a business, understanding the differences between the two can help individuals and organizations better navigate their roles and responsibilities. Discover five innovative guerrilla marketing financial services.

    Leadership is a skill that involves inspiring and guiding others towards a common goal. It is about setting a vision, motivating and empowering others, and fostering innovation and creativity. A leader is someone who inspires and influences others to achieve their full potential and exceed their own expectations. They often seen as visionaries, risk-takers, and change agents.

    On the other hand, management is the process of planning, organizing, and controlling resources to achieve organizational goals. It involves tasks such as setting objectives, allocating resources, coordinating activities, and monitoring progress. Managers are responsible for ensuring that the day-to-day operations run smoothly and efficiently. They focus on tasks, processes, and systems to ensure that goals met and that the organization functions effectively.

    While both leadership and management are important, they require different skills and approaches. Leadership is more about inspiring and influencing others, while management is about organizing and controlling resources. Leadership is focused on the big picture and long-term goals, while management concerned with the details and short-term objectives.

    Another key difference between leadership and management is the way they approach change. Leaders embrace change and see it as an opportunity for growth and improvement. They are comfortable with uncertainty and are willing to take risks. Managers, on the other hand, tend to be more focused on maintaining stability and ensuring that things run smoothly. They prefer predictability and may be resistant to change.

    In summary, leadership and management are two distinct concepts that play different roles within an organization. Leadership is about inspiring and guiding others towards a vision, while management is about planning, organizing, and controlling resources. Both are essential for the success of a business, and individuals and organizations can benefit from understanding and developing both skill sets.

    Definition of Leadership

    Leadership is a multifaceted concept that encompasses various skills and qualities. It goes beyond simply giving orders or managing tasks; it involves the ability to effectively communicate, make tough decisions, and adapt to changing circumstances. A true leader is someone who leads by example, demonstrating integrity, empathy, and resilience.

    One of the key aspects of leadership is setting a clear vision. A leader must have a strong sense of purpose and be able to articulate their goals and objectives to their team. By providing a clear direction, leaders inspire others to work towards a common goal and create a sense of unity and purpose within the organization.

    In addition to setting a vision, a leader must also possess the skills to motivate and empower their team members. This involves understanding the strengths and weaknesses of each individual and providing them with the support and resources they need to succeed. A good leader knows how to delegate tasks effectively, allowing team members to take ownership of their work and develop their skills.

    Furthermore, a leader plays a crucial role in fostering a positive and inclusive work environment. They create a culture of trust and respect, where team members feel valued and appreciated. A leader encourages collaboration and open communication, allowing different perspectives to heard and considered. By promoting diversity and inclusion, leaders create a rich and dynamic work environment that fosters innovation and creativity.

    Leadership not limited to a specific role or level within an organization. It can demonstrated by anyone who takes initiative and inspires others to achieve greatness. In fact, some of the most impactful leaders are those who emerge from unexpected places, leading by example and inspiring others to follow suit.

    In conclusion, leadership is a vital component of any successful organization. It involves setting a vision, motivating and empowering team members, and fostering a positive and inclusive work environment. A true leader is someone who inspires and influences others, regardless of their position or title. By embodying the qualities of a leader, individuals can make a positive impact on their teams and organizations, driving them towards success.

    Characteristics of Leadership

    Leadership characterized by several key attributes:

    1. Vision: A leader has a clear vision of the future and can effectively communicate it to others. This vision serves as a guiding light, providing direction and purpose to the team. It helps the leader set goals and make decisions that align with the overall vision.
    2. Influence: A leader has the ability to influence and inspire others to take action and achieve goals. They have a charismatic presence that motivates and encourages their team members to go above and beyond. Through their words and actions, leaders can create a positive and productive work environment.
    3. Empathy: A leader understands and empathizes with the needs and concerns of their team members. They take the time to listen and understand different perspectives, fostering a sense of trust and respect. By showing empathy, leaders can build strong relationships and create a supportive culture within the team.
    4. Communication: A leader is an effective communicator who can articulate their ideas and expectations clearly. They have excellent listening skills and can convey their message in a way that easily understood by others. Leaders also encourage open and honest communication within the team, promoting transparency and collaboration.
    5. Decision-making: A leader skilled at making informed decisions and taking calculated risks. They gather relevant information, analyze it carefully, and consider the potential outcomes before making a choice. Leaders are not afraid to make tough decisions and take responsibility for the consequences, which inspires confidence in their team.
    6. Adaptability: A leader is flexible and can adapt to changing circumstances and environments. They embrace new ideas and technologies, and are open to different ways of doing things. Leaders understand that change is inevitable, and they encourage their team members to embrace change and continuously improve.

    These characteristics are essential for effective leadership. However, it is important to note that leadership is a journey, and these attributes can developed and honed over time. With practice and self-reflection, anyone can become a successful leader.

    Definition of Management

    Management, on the other hand, is the process of planning, organizing, and controlling resources to achieve specific objectives. It involves overseeing day-to-day operations, allocating resources, and ensuring that tasks completed efficiently and effectively. Managers are responsible for coordinating the efforts of individuals or teams to achieve organizational goals.

    Management is an essential function in any organization, regardless of its size or industry. It plays a crucial role in guiding the organization towards success by setting goals, creating strategies, and making informed decisions. Effective management ensures that resources, such as human capital, financial assets, and technology, utilized optimally to achieve desired outcomes.

    Planning is a fundamental aspect of management. It involves setting objectives and determining the best course of action to achieve them. This includes analyzing the current situation, identifying potential opportunities and challenges, and developing strategies to address them. Through careful planning, managers can establish a clear roadmap for the organization and align the efforts of individuals and teams towards common goals.

    Once the planning phase is complete, managers move on to the organizing stage. This involves structuring the organization in a way that facilitates the achievement of objectives. Managers must allocate resources, assign tasks, and create a framework for coordination and communication. By organizing the workforce effectively, managers can ensure that each individual understands their role and responsibilities within the organization.

    Controlling is another critical function of management. It involves monitoring performance, comparing it to established standards, and taking corrective actions when necessary. Through control mechanisms such as performance evaluations, progress reports, and regular feedback, managers can identify areas of improvement and make adjustments to ensure that objectives met. This constant monitoring and evaluation help maintain efficiency and effectiveness within the organization.

    Effective management also involves leadership skills. Managers must inspire and motivate their teams to perform at their best. They must communicate the organization’s vision and goals, provide guidance and support, and create a positive work environment. By fostering a culture of collaboration, trust, and innovation, managers can cultivate a motivated and engaged workforce.

    In conclusion, management is a multifaceted process that encompasses planning, organizing, and controlling resources to achieve specific objectives. It is an integral part of any organization and plays a vital role in guiding the organization towards success. Effective management involves setting goals, creating strategies, allocating resources, and coordinating the efforts of individuals or teams. By utilizing leadership skills and implementing control mechanisms, managers can ensure that the organization operates efficiently and effectively, ultimately achieving its desired outcomes.

    Characteristics of Management

    Management is characterized by several key attributes:

    1. Planning: Managers are responsible for setting goals, developing strategies, and creating action plans. This involves analyzing the current situation, identifying opportunities and challenges, and determining the best course of action to achieve the desired outcomes. Effective planning requires managers to have a clear vision, the ability to think strategically, and the skills to prioritize tasks and allocate resources efficiently.
    2. Organizing: Managers organize resources, allocate tasks, and establish a structure for achieving objectives. This involves determining the roles and responsibilities of team members, creating a hierarchy or chain of command, and establishing communication channels to ensure smooth coordination and collaboration. Effective organizing requires managers to have strong organizational skills, the ability to delegate tasks effectively, and the capacity to create a supportive and productive work environment.
    3. Coordinating: Managers coordinate the efforts of individuals or teams to ensure that tasks are completed on time and within budget. This involves overseeing the workflow, monitoring progress, and resolving conflicts or bottlenecks that may arise. Effective coordination requires managers to have excellent interpersonal skills, the ability to motivate and inspire others, and the capacity to foster teamwork and collaboration.
    4. Controlling: Managers monitor progress, evaluate performance, and make necessary adjustments to achieve desired outcomes. This involves setting performance targets, measuring actual performance, comparing the two, and taking corrective actions if there are any deviations. Effective controlling requires managers to have strong analytical skills, the ability to gather and interpret data, and the capacity to make informed decisions based on the available information.
    5. Problem-solving: Managers are skilled at identifying and resolving problems that arise within their area of responsibility. This involves analyzing the root causes of problems, generating alternative solutions, evaluating their feasibility, and implementing the best course of action. Effective problem-solving requires managers to have critical thinking skills, the ability to think creatively, and the capacity to make sound decisions under pressure.
    6. Technical expertise: Managers have a deep understanding of the technical aspects of their field and can provide guidance and support to their team members. This involves staying up-to-date with the latest developments in their industry, continuously learning and improving their skills, and sharing their knowledge and expertise with others. Effective technical expertise requires managers to have a solid foundation in their field, the ability to adapt to technological advancements, and the capacity to mentor and develop their team members.

    In addition to these key attributes, effective managers also possess strong leadership skills, the ability to communicate effectively, and the capacity to adapt to change. Leadership skills enable managers to inspire and motivate their team members, create a shared vision, and foster a positive and productive work culture. Effective communication skills allow managers to convey information clearly, listen actively, and resolve conflicts or misunderstandings.

    The capacity to adapt to change enables managers to embrace new ideas, respond to evolving market conditions, and lead their teams through transitions and transformations. Overall, the characteristics of management are multifaceted and require a combination of skills, knowledge, and abilities to effectively lead and manage individuals and teams towards achieving organizational goals.

    Furthermore, the relationship between leadership and management can be seen as complementary. In order for an organization to thrive, it needs both effective leaders and efficient managers. This is because leadership and management address different aspects of the organizational structure and function.

    Leadership is about setting a direction and creating a compelling vision for the future. It involves inspiring and motivating employees to work towards a common goal. A leader encourages innovation, fosters creativity, and promotes a positive and inclusive work environment. They are responsible for developing and nurturing the talents and skills of their team members, helping them grow both personally and professionally.

    On the other hand, management is about implementing the vision set by the leader. It involves planning and organizing resources, allocating tasks and responsibilities, and ensuring that the work is completed efficiently and effectively. Managers are responsible for monitoring progress, evaluating performance, and making necessary adjustments to achieve the desired outcomes. They focus on operational details, such as budgets, schedules, and deadlines, to ensure that the organization’s goals are met.

    Leadership and management are not roles that are limited to a specific position or title within an organization. They can be demonstrated at all levels, from frontline supervisors to top executives. In fact, organizations that encourage leadership and management skills at all levels tend to be more successful and adaptable in today’s rapidly changing business environment.

    Moreover, the relationship between leadership and management is not static. It evolves over time and can vary depending on the situation. There may be times when a leader needs to step into a management role to ensure that tasks are completed on time and within budget. Similarly, a manager may need to exhibit leadership qualities to inspire and motivate their team during challenging times.

    In conclusion, while leadership and management have distinct characteristics, they are interconnected and essential for the success of an organization. Effective leaders possess strong management skills, and successful managers exhibit leadership qualities. By understanding and embracing the relationship between leadership and management, organizations can create a culture that fosters innovation, collaboration, and continuous growth.

    When to Lead and When to Manage

    Knowing when to lead and when to manage is crucial for individuals in positions of authority. While the specific circumstances may vary, there are some general guidelines to consider:

    Lead when:

    • The situation calls for innovation and creativity. As a leader, you should step up when there is a need for fresh ideas and thinking outside the box. This could be during brainstorming sessions, when the team is looking for new solutions to a problem, or when there is a need to adapt to changing market conditions.
    • The team needs inspiration and motivation. Leading involves setting a vision and inspiring others to work towards it. You should take the lead when the team is feeling demotivated or when there is a need to boost morale. This could be through communicating the importance of their work, recognizing their efforts, or providing them with opportunities for growth and development.
    • The focus is on long-term goals and vision. Leaders are responsible for creating a roadmap and guiding the team towards achieving long-term objectives. This requires a strategic mindset and the ability to see the bigger picture. When the team needs direction and guidance towards a future vision, it is the leader’s role to step in and provide that guidance.
    • The goal is to empower and develop individuals. Leadership involves empowering others and helping them reach their full potential. When team members need mentorship, coaching, or support in their personal and professional growth, leaders should take the lead. This could involve providing feedback, offering training opportunities, or assigning challenging projects that stretch their capabilities.

    Manage when:

    • The situation requires structure and organization. Sometimes, the team needs a manager who can establish clear processes, define roles and responsibilities, and ensure that everyone is working towards a common goal. This is especially important when there is a need for efficiency, consistency, and accountability.
    • The team needs guidance and direction. Managers are responsible for providing guidance and direction to their team members. This could involve setting priorities, assigning tasks, and monitoring progress. When the team needs someone to provide clarity and ensure that everyone is on the same page, it is the manager’s role to step in and provide that guidance.
    • The focus is on achieving specific objectives. Managers are often tasked with achieving specific targets or objectives within a given timeframe. This requires a focus on execution and getting things done. When there is a need to meet deadlines, deliver results, and manage resources effectively, managers should take the lead.
    • The goal is to ensure efficiency and effectiveness. Managers are responsible for optimizing processes, resources, and systems to ensure that the team is working efficiently and effectively. This could involve streamlining workflows, identifying bottlenecks, and implementing best practices. When there is a need to improve productivity and maximize output, managers should step in and take charge.

    Leadership and management play a vital role in the success of an organization. They are two distinct but interconnected functions that work together to drive the company forward. While leadership focuses on providing direction, vision, and inspiration, management is responsible for the execution and coordination of tasks.

    Effective leaders have the ability to motivate and inspire their team members. They possess strong communication skills and can clearly articulate the company’s vision and goals. By creating a shared vision, leaders can align the efforts of individuals towards a common objective. They also foster a positive work culture that encourages collaboration, innovation, and continuous learning.

    Leaders are often seen as role models within an organization. They lead by example and set high standards for themselves and their team members. By demonstrating integrity, empathy, and resilience, leaders earn the trust and respect of their employees.

    On the other hand, effective managers are responsible for ensuring that tasks are completed efficiently and goals are achieved. They possess strong organizational and planning skills, allowing them to allocate resources effectively and prioritize tasks. Managers provide guidance and support to their team members, helping them overcome challenges and develop their skills.

    Managers also play a crucial role in decision-making. They gather relevant information, analyze it, and make informed choices that benefit the organization. By being proactive and adaptable, managers can navigate through uncertainties and changes in the business environment.

    Leadership and management are not mutually exclusive; rather, they complement each other. A successful organization needs both strong leaders and effective managers to thrive. While leaders provide the vision and inspiration, managers ensure that the vision is translated into action. Together, they create a harmonious and productive work environment that drives the success of the organization.

    Leadership vs Management: Exploring the Key Differences

    In the realm of organizational success, leadership and management are critical elements, each with unique roles and functions. Although they’re sometimes thought to be synonymous, understanding their differences is pivotal for anyone looking to excel in either capacity. Below, we’ll delve into the divergences between leadership and management and discuss why each is critical to achieving a company’s objectives.

    The Essence of Leadership

    Leadership is an art form centered around influence and inspiration. True leaders carry the torch of the organization’s vision, lighting the way for others to follow. They take the initiative to chart unexplored territory, driving innovation and fostering a culture that’s flexible and adaptable to change. Here’s a breakdown of what makes someone a leader:

    • Visionary Approach: Leaders are forward-thinkers, always with their eyes on the horizon. They set goals that go beyond the current state, challenging the status quo and encouraging progress.
    • Influential Impact: The power of a leader is often measured by their ability to persuade and motivate others. A leader cultivates a presence that inspires action and commitment from their team.
    • Empathy and Connectivity: Leadership involves a deep understanding of the human element within the organization. Leaders are attentive to their team’s needs and are skilled in fostering a trustworthy environment.
    • Clear Communication: Whether it’s laying out strategies or providing feedback, leaders excel in sharing ideas in a manner that resonates with their team, promoting transparency and cohesion.
    • Decisive Actions: Leaders are not deterred by making tough choices. They evaluate circumstances, consider potential impacts, and stand firm in their decisions, reflecting their trustworthiness and reliability.
    • Adaptability and Innovation: Leaders thrive on change and understand that adaptation is a cornerstone of survival and growth in the business landscape.

    The Core of Management

    Management, by contrast, is the framework within which an organization’s goals are actualized. Managers are the architects of the organization’s structure, ensuring that resources are maximized, and objectives are methodically achieved. Essential characteristics of management include:

    • Strategic Planning: Managers excel at blueprinting the pathway to success. They identify actionable steps, set timelines, and allocate resources, aligning day-to-day activities with overarching goals.
    • Organizational Structure: Effective managers establish systems and processes that facilitate order and productivity. They clearly define roles and monitor the pulse of the organization’s workflow.
    • Coordination and Oversight: Managers ensure that various departments and teams work in harmony, fine-tuning the organization’s engine for optimum performance.
    • Control and Evaluation: Through regular assessment and feedback loops, managers stay on top of performance, guiding their teams toward efficiency and effectiveness.
    • Problem-Solving Acumen: Faced with a hurdle, managers adeptly dissect the issue, considering all angles to arrive at the best possible solution.
    • Technical Competence: Managers often possess specialized knowledge in their field, providing a solid foundation for guiding and training their team.

    Complementary Forces in an Organization

    While leadership and management differ, they are not opposites; rather, they are complementary components of a successful entity. Leaders inspire; managers implement. Leaders encourage risk-taking; managers seek predictability. Yet, a harmonious blend of both skill sets can propel an organization to its peak performance.

    When to Lead, When to Manage

    The context is key in deciding whether to take a leadership or management approach. For instances requiring innovation, vision, and team empowerment, leadership should take the forefront. Management is crucial when there is a need for structure, detailed guidance, and the pursuit of specific objectives.

    Integrating Leadership and Management for Success

    In the end, neither leadership nor management should stand in isolation. Organizations benefit from individuals capable of both inspiring and executing; leading by example and managing with diligence. It is the balance between these two forces that cultivates a resilient and victorious organization, ready to tackle both current challenges and future endeavors.

  • Necessities for any Business Organization

    Necessities for any Business Organization

    Necessities: Business organizations have become an essential part of society. The term business stands for the state of being busy. But technically, the term means all those activities involved in the production and distribution of goods and services. Also, The objective is to earn profit. The organization can have many forms. 

    Here are the articles to explain, What does the meaning of Necessities and why we need them?

    Be it a company or a firm or any proprietorship. People engage in business activities to make space for their products and services in the market. To attract customers and give employment to thousands of people.

    Necessities for any Business Organization Image
    Necessities for any Business Organization; Source – Pixabay Image by Malachi Witt from Pixabay.

    Businesses tend to be successful when they are managed and handled well. In today’s era, we cannot imagine the economy without institutions. They are engaged directly and indirectly in the manufacture of goods and services. Also, It makes a difference in the economy, on a small scale or a large one.

    If an enterprise wants its business to survive, certain things need consideration. They can carry the commercial acidity out when it has good management. 

    A well-established office and loyal members. This article mentioned some of the necessities which every business should consider.

    Necessities for the Safety of the Organization

    The safety of the organization and the physical office are pertinent to maintenance. Also, The security here means that there should be proper guards and appropriate locks and doors inside the office. Not only the banks, but general offices also need protection. With criminal activities ranging at their peak, every office should avoid any irrelevant person entering the office.

    The office should consult some smart lock company to ensure that it provides them with technologically advanced lock systems all across the office. Whether the office is a warehouse, a professional office, or any bank, care is very significant.

    Necessities are the Importance of the Business Environment

    Inside Environment

    One of the preliminary benefits of having a friendly and interactive environment is that it highlights the opportunities and threats of the business. It gives direction for the growth of the organization. When the environment is interactive, it becomes easier for the employees to be productive while developing a growth mindset. Also, It helps the business to identify growth and expansion opportunities. It serves the enterprise to identify its customers and potential customers on the way to come.

    Outside Environment

    The outside environment provides continuous learning. This environment is inherently dynamic. Its nature is in such a state that it keeps changing. Also, This foreign environment means all other competitors and consumers of the business. It keeps the manager updated regarding any knowledge or skills than might be updated in the outside world. It is essential to maintain a close relationship with the outside environment. 

    The competitors and their strategies are the other things that a business should know. The business environment enables the organization to analyze the competitors and their actions. Looking at them, the organization strives to create its strategy. 

    Keep the Organization Clean for Necessities

    The business should have a protocol for cleaning. There should be a plan and proper guidelines for its implementation.

    Every company should develop a plan that suits their need for cleaning the chores. There should be the formal responsibility of every employee in it. The level of cleanliness depends on which business it is. Hospitals and research labs require a thorough cleaning at regular intervals so they can light it down when it is trading goods. The comparative effort is the difference. 

    When the business is engaged in research of various scientific innovations and discoveries, high-touch areas and traffic areas require sanitizing every hour. Many corporations contact their lab consumables manufacturer to ensure that they provide them with appropriate vessels that are germ-free and safe. 

    Hospitals need sanitizing of equipment every time before any operation. The managers and employees should collectively take care of the availability of resources and proper implementation of guidelines for cleaning.

    Professional offices also need sorting and standardizing. If dusting and cleaning are not done regularly, there might be piles of books and documents on the tables which are not needed right away. There should be a standard for marking the papers based on their need. They should specify the urgent ones with red. Thereafter the other ones should be marked accordingly. The color specifics are not important here, but there should be a pattern that benefits and saves time.

    Security of Cash

    There is always something important at every office that needs security. The banks have cash, while professional offices have confidential information. When the organization holds cash at its office, we should take substantial measures to ensure that the cash is safe. One such measure includes keeping the money in bank safes. Also, It is safe and they can guarantee security. 

    Bottom Line

    Organizations are the stepping stone to building a favorable economy. They should strive higher without worrying about additional safety and security issues. There are various other small pointers that every manager should incorporate into their business management. 

  • Global Leadership Organization Role Management Essay

    Global Leadership Organization Role Management Essay

    What is the Role of Global Leadership Organization in Management? According to Peters ducker leadership or management isn’t always about a listing of some qualities, attributes, charisma; and it cannot be equal in all leaders it is all about the transport of performance; the manner managers present, resolving problems and might make other humans work properly.

    Here is the article to explain, How to define Global Leadership Organization Role in Management?

    Leadership isn’t always about outcomes among chief and fans; it may not don’t forget effective and global leadership in the organization; if there is a lack of results between leader and fans; On the other hand, it doesn’t mean that fans are usually supposed and trust regardless of the leader says is right. An example of an excellent team and leader is that whenever a leader is incorrect, followers must improve the point; with the ideal expertise and common sense then again leader; If wondering any doubt about his planning; he ought to do not forget legitimate points and try to accept and amend it. When a person starts off evolving saying he doesn’t recognize here gaining knowledge of starts and someone; who is a great listener is continually an excellent chief.

    What are the styles of leadership?

    There are three styles of global leadership organization which are as follows:

    Dictatorial or authoritarian:

    This style is specifically used when leaders tell their employees that they want this done; and in that period usually, in such cases, all the information is ready or available. This condition is suitable when employees have all the relevant information to solve; the problem o the leader is short on time and the employees are well motivated. Some people think that this style is a yelling style, like ordering rather than working as a team.

    Participative (Democratic):

    This style involves the leader including one or more employees in the decision-making process in terms of what to do and how to do it? However, the leader maintains the final decision-making authority but on one hand; it shows the weakness of the leader that he doesn’t have full knowledge; but, it’s always not necessary that the leader should have all the knowledge of the problem. If leaders use this style it’s a mutual benefit; on one hand, it allows the leader to become part of a team; and on the other hand, allows the leader to make better decisions.

    Delegative (Free Reign):

    In this style managers allow the employee to make a decision but still; the leader has the power of final decision and he can apply this practice only; if he trusts his employees in such a way; that even if they make the wrong decision so he will be responsible. In a whole task, you can’t do everything you must allocate certain tasks to employees.

    Normally good leaders apply all three styles in their work; it just depends on the nature of work and the time that which style has to follow and in leadership; the leader should never be so soft that; it’s so easy for employees to mold it and never be so hard that could easy to break. Before discussing global leadership skills; it’s important to have some reviews on leadership skills first to get the appropriate vision of global leadership skills in the organization. A leader is a dealer in hope.

    What are the leadership skills?

    Some of the leadership skills are as follows:

    • Cognitive Skills
    • Interpersonal Skills
    • Business Skills
    • Strategic Skills

    Cognitive skills;

    They can be explained as the base of leadership or manager skills because of the characteristics involved in it; such as collecting, processing, disseminating information, and learning, the leader has to involve in all those activities. The leader has to be good at oral communication as speaking; he should be able to deliver or convey his message accurately that what and why it needs to be accomplished. Apart from speaking, he should be a good listener; on the other hand, he to listen to questions and reply accurately in time to achieve the desired task.

    Both of these qualities accomplish communication skills. his written skill plays a vital role; as well he should be good in writing in terms of delivering his message; and also can read well to understand and achieve tasks which are required. Active learning is also one of the characteristics which are very important in leadership; a leader should be a fast learner and should have the ability to act on emergent, non-routine and dynamic situations on the job.

    Interpersonal and social skills;

    It is another important step of leadership skills as it relates to interacting and influencing others; it comes in the category, as referred to by the previous research as social capacities, social judgment, social complexity and differentiation, and human relation; it’s all about understanding other people’s behavior; why they react in such situations and their performance under pressure work environment; it involves the coordination of actions and negotiating to reconcile differences among employee perspectives and establish mutually satisfying relationships. This skill also makes people believe and influence in such a way to accomplish organizational tasks more effectively.

    Business Skills;

    They are specifically used for managing personal resources of the business and to develop, motivate, identify and promote employees the way they work as well as management of financial resources and organizations unit.

    Strategic Skills;

    They are highly conceptual and based on strategies that a leader has to implement at the required time in the organization for effective results; sometimes they have to forecast such situations and have to prepare strategies. This includes important planning and visioning of future situations. Strategic skill is also a problem-solving component that identifies problems; and, becomes increasingly important for these jobs to identify problems and take the necessary steps to solve them.

    Purposes and Objectives;

    The reason Toyota is been chosen is because of its size, growth, and strategies as a multi-national company and its leadership skills. In such a big company it will be easy to discuss different points and theories with examples. The basic aim of the project is to see how leadership skills affect a company’s business; how good and bad leadership makes difference, and how with the help of their strategies and leadership skills they have reached the success heights.

    Here we will also outline the role of a leader globally in terms of his/her skills in a multi-national organization. Their responsibilities, duties, and skills should exist as part of their personality. We discuss leadership skills above; which are more or less similar to the qualities of global leadership qualities in a multi-national organization.

    Role of Global Leadership Organization;

    The organization is planned, understood, coordinated, and purposeful action of human beings to produce a product that can be tangible or intangible but this product market is limited just to the country however multinational organization is a group of people who can produce and market product not only inside the country but abroad as well on an international basis global leadership in the organization.

    So its very obvious that the nature of business and number of problems will be less if compared with the multinational organization so similarly responsibilities and duties of local company leader will be less then the global leader, take an example of a local company, for example, Ashwin Travellers they have got their branches in different cities of UK so the responsibility of its manager will be far less then the responsibilities of a multinational organization for example Toyota.

    Well according to some writers there is no such thing as a global manager; Usually, multinational companies hired three kinds of persons in multinational companies – Business manager – Country manager – Functional manager, and a corporate manager.

    Business Manager;

    Consists of three parts which are Strategist + Architect + Coordinator.

    One of the responsibilities of a global business manager is to improve companies’ global scale efficiency and competitiveness. In this task, the business manager has to recognize the current and future opportunities of the company; how can they make a profit in long term goals apart from that; he has to take into consideration the global market risks and competitors across the borders; and, before making any strategic plan or decision he should know all those risks and factors; which could affect their plans as in whole. His job is to take full advantage of the integrated worldwide operations.

    Toyota, they have got different brands in different countries but not all models need to be famous in all regions of the world they have to observe the demand and supply graph or look over the sale graph of different models in different countries after that they can assess well that which product/model needs marketing efforts, on the other hand, increase the supply of the models which are selling out faster for example according to the search in Toyota Yaris, Avensis and Lexus are more famous and use in Uk at the moment on the other hand in middle east Toyota Jeeps, Toyota Corolla, Toyota Hilux, and Land Cruiser are more famous so in comparison of both;

    Market strategies;

    It needs different market strategies and demand and supply chains so all these factors should take into consideration and related to the job of the business manager to keep an eye on these factors and take accurate decisions at the right time. Three roles should play very effectively by the business manager firstly act as a strategist for his organization, an architect of its worldwide assets and resource configuration, and should have an idea of transactions across the national borders.

    Al Cabito Group Vice President, sales administration, Toyota motor sales provide great insights into Toyotas emerging build-to-order strategy. Toyota’s annual profit in 2003 was $8.13 billion, much more than the combined income of GM, Ford, and Chrysler and the biggest profit of the automakers in the last decade. so all this profit and high production are because of excellence in strategies and architecture with coordination which consider the key of a Business manager.

    Country Manager;

    Consists of three parts Sensor + Builder + Contributor.

    National subsidiaries exist always used as a building block for most worldwide companies. If on the one hand global business manager’s job is to achieve global scale efficiency and competitiveness on the other hand job of a country manager is to activate his market sensors 24/7, 365 days a year to get a clear vision of the sensitiveness and response of the local market. the job of the country’s manager is not only to meet customer needs but also to require satisfaction of the host government requirements and defend their position in the market against local and external competitors. As a business manager, the country manager has to fulfill 3 vital job aspects.

    He should be a sensor and interpreter of the local market opportunities and threats as in risk, should be the builder of all the local resources and capabilities, and act as a contributor too and to act as an active participant in the global strategy. Country manager job activities should be very fast and accurate in terms of gathering and transferring information regarding market reports in terms of risks, demand, and supply of the product;

    Local information;

    Because all those local information plays important role in big decisions and strategic planning. This act matches one of Toyota’s principles “Right process produces Right results”. In terms of Toyota, Ken Elliot, Service parts center, a national manager shared a lot in making Toyota Way Culture in a new part of the distribution center.

    In the automaker industry job of a country; the management isn’t easy because of the different brands of different countries in the market. In the UK alone there are approximately 55 car manufacturers which mean every week each carmaker comes up with a new model, price, and warranty. so for this purpose, country managers’ sensors should be working fast, and on top of that, it’s fast and accurate delivery. He should be active in terms of contribution as well as should know about all market reports in terms of contribution.

    The Functional Manager;

    Consists of three parts Scanner + Cross Pollinator + Champion.

    The above two managers have come into their well in the case of Functional managers who have to get recognition in many multinational companies through them. functional manager support staff roles, excluded from important meetings and even dismissed unnecessary overhead. Organizations that build a culture of learning to create and spread innovations needs such skills to transfer with the connection of scarce resources and capabilities across national borders.

    The above objective is very important and to achieve this functional manager at his best practice has to scan specialized information worldwide and champion innovations that may offer transactional opportunities and applications. Innovation, basically starts with a new opportunity or market threat to the manager for example technological development, pending government regulation, when any of the above situations arises around the world corporate headquarter take it very lightly if viewed in isolation but when scanner serves by a functional manager with the reason that expertise should find any trends and move knowledge across the boundaries then the person can transform piecemeal information into strategic intelligence.

    Take an example of Toyota it starts with a big 5 seated car in the past but with time they have seen the people’s demand changing to small cars so on the other hand, they have started production of small cars with smaller engines. A recent example of innovation is Toyota’s green car which runs on electricity, the reason for its production and spending loads of money on its research is just to attract customers and capture the market as they have realized the market demand earlier.

    Corporate Manager;

    Consists of three parts Leader + Talent scout + Developer.

    This is crystal clear that there is no single model for Corporate managers neither the old line international specialist manager nor even today any generalist can handle the modern-day complexities of cross border strategies. corporate managers deal with many levels of responsibility playing the most vital role in transactional management. Corporate manager always leads in the broadest sense and they always realize and identifies the importance of developing ESOP talented business, country, and functional managers and balancing the negotiation among the three.

    It is in the hand of corporate managers to develop and promote strong managerial specialists who can give vision to the strategies around the world. The very first step as a senior executive is to identify those in the organization who have the potential and ability to become a global managers. broad vision, deep understanding of the business, country, and functional task. There will be other talented managers in the organization but all of them are not flexible with all combinations discussed above especially when it comes to cross-border coordination and integration.

    Global Leadership Organization Role Management Essay Image
    Global Leadership Organization Role Management Essay; Image by Mohamed Hassan from Pixabay.
  • UK human rights organisations and constitution politics Essay

    UK human rights organisations and constitution politics Essay

    Legal Sources of the UK Human Rights Organisations and Constitution Politics Essay. The enactment of the Human Rights Act was one of the many objective features in the New Labour’s 1997 election manifesto. The proposal to implement the Act was also part of a much broader program of constitutional reforms. The statute, which entered into force in 2000, implements the European Convention on Human Rights, political votes at dewforpolitics.com. According to Lord Lester of Herne Hill the Human Rights Act 1998:

    Here is the article to explain, Legal Sources of the UK Human Rights Organisations and Constitution Law Politics Essay!

    Explain how the UK Human Rights Act 1998 has changed the approach to the protection of human rights in the law of England and Wales in organisations. Has the change been for the better or the worse? “declares basic rights and freedoms inherent in our common humanity, and the ethical values of a modern democratic society governed under the rule of law; a society in which individual and minority rights must protect against the tyranny of majorities and the abuse of public powers, especially where excessive means use to pursue legitimate ends. The Act provides an ethical framework to guide lawmakers, judges, and individual people of all”.

    However, as will show below the changes brought on by the Act have not always existed considered positive.

    Before it entered into force the Act received a lot of negative media coverage. Concerns existed raised about widespread abuses of the immigration procedures as well as the welfare system. There were also fears that the Act would force judges to disregard Acts of Parliament by doing. So undermine the doctrine of Parliamentary supremacy. Yet, as the subsequent events have shown most of these concerns proved misplaced. The unease about statutory interpretation was mainly due to section 3 which provides that. Whenever possible, legislation must enforce consistently with the Convention. Section 4 adds that in cases where such interpretation is not possible, the court may issue a declaration of incompatibility. The declaration does not overrule any provisions but merely states that the law does not comply with the European Convention on Human Rights.

    Human Rights 01;

    The Act led to increased protection for the rights of individuals, e.g. in Michael Douglas and Catherine Zeta-Jones v Hello! the Court of Appeal recognized the right to privacy. Another notable example of human rights protection is the decision in Mendoza v Ghaidan. In this case, the protected Rent Act tenant passed away. The court stood asked to consider the law of succession. The surviving homosexual partner should have the same rights as he would have had if the couple was heterosexual.

    The case is significant for several reasons: firstly, the court held that discrimination was unlawful. Secondly, it shows that the Human Rights Act applies both to public and private bodies. And thirdly the court interpreted the Rent Act 1977 broadly enough to give effect to the Convention rights. In the opinion of Lord Lester of Herne Hill Mendoza existed correctly decided. He even praised the decision for upholding constitutional rights which include equal treatment.

    Despite what has stood said above the Act is also known to have its opponents. The decision in R (Q and others) v Secretary of State for the Home Department proved particularly contentious; and, it has been a subject of severe ministerial criticism. The court held that firstly, the Home Secretary must support asylum-seekers; and secondly, the Home Office acted in breach of Article 6. Article 6, which grants a right to a free trial, stood violated when the applicants existed refused to have their circumstances assessed on an individual basis; moreover, they stood not allowed to appeal. In response to this decision the Home Secretary, David Blunkett, said:

    Human Rights 02;

    “If public policy can exist always overridden by individual challenge through the courts, then democracy itself is under threat”.

    In Alconbury Limited v Secretary of State for the Environment, Transport, and the Regions Lord Hoffmann was equally disapproving of the way the case law has been developing; he that although the UK Human Rights Act was meant to reinforce the rule of law it reinforced the ‘rule of lawyers’ instead in organisations.

    September 11 gave rise to many contentious legal issues, UK human rights, terrorism, extradition, and prohibition of torture are now hotly debated. Some of the problems stem from the fact that newly granted civil liberties exist counter-balanced by measures introduced on the grounds of national security; hence the Terrorism Act, which came into force on 13 April 2006, prohibits the ’glorification’ of terrorism. The ’glorification’ of terrorism is now a criminal offense and applies to speech; as well as membership in political and non-political groups.

    There is a possibility that the provisions of the Act will conflict with the rights guaranteed by the UK Human Rights Act 1998. Future challenges are likely to be based on Article 10 which guarantees freedom of speech and expression in organisations. It is yet to see what will be the effect of the Act and how it will interpret. Another issue that has become particularly contentious is extradition.

    Human Rights 03;

    The UK Human Rights Act 1998 does not contain any provisions prohibiting extradition in organisations. However it does impose some conditions, the person who is being extradited should not be subject to torture or inhuman treatment.

    Finally, can it stand said that following the implementation of the Human Rights Act the protection of human rights has improved or, on the contrary, worsened? It seems that there is no ’right’ answer to this question. As has been shown above, ministers can be very critical of the way the Act interpret while the judiciary appears very enthusiastic. Nonetheless, UK human rights are now an integral and written, part of the British constitution. The Act introduced a new approach to statutory interpretation and added to the range of reasons on which government action can be found unlawful. In other words, it increased the accountability of the executive and at the same time encouraged respect for the rule of law. Accordingly, it can conclude that the Act facilitated many positive changes.

    UK Constitution;

    The UK constitution describes as an unwritten one. Explain concerning the legal sources of the UK constitution and appropriate examples; why it call unwritten and consider whether the distinction between a writer and unwritten constitution is legally significant.

    The word ‘constitution’ has many different meanings, however, only two of them apply to constitutional law. Firstly, a ‘constitution’ could mean a written document that contains the rules and principles according to which a country is run. Secondly, the word ‘constitution’ could refer to:

    “The body of rules and arrangements concerning the government of the country.”

    The second definition does not impose any requirement for writing. It should stress that although some states do not have a written constitution every country in the world, including the UK, has a constitution in the second sense of the word. Over the centuries the attitude towards the British/English constitution ranged from admiration to severe criticism. Thomas Paine went even further, he ruled out the possibility that an English constitution could exist. The British constitution has been sometimes described as ‘political.’ Griffith believes the word ’political’ can use to refer to a wide range of qualities, e.g. The UK constitution assumes equality of all citizens and many important rules are not legal rules. He also stressed that the operation of the constitution stands closely linked to Parliament and Parliamentary elections. This leads to the conclusion that the British constitution must analyze in the political context.

    Constitution 01;

    The UK constitution draws on a wide range of sources; statutes, common law, the royal prerogative, international treaties and agreements, conventions, and academic texts written by legal experts. As an expression of Parliament’s will statutes is the most important source of law. Some of them have a particular constitutional significance, e.g. the Magna Carta 1215, and the Act of Settlement 1701. The Representation of the People Act 1983, and the Human Rights Act 1998. Another written source of law is case law.

    Although judges should merely interpret the law, and not get involved in a law-making process. Many crucial legal principles have stood established in the course of legal proceedings. For example, in British Railways Board v Pickin Lord Reid said that the courts have no power to overrule Acts of Parliament on any grounds.

    Constitution 02;

    International treaties and agreements, such as instance the Treaty of Rome 1957, have also become a source of English law. Similarly, texts written by legal experts may acquire exceptional legal significance, e.g. Dicey’s An Introduction to the Study of Law of the Constitution.

    The unwritten sources of the UK constitution are the royal prerogative and conventions. The royal prerogative stems from the powers used to exercise exclusively by the monarch. And which exist now exercised by the ministers on the Queen’s behalf. Examples of the royal prerogative are the power to declare war. The control over the appointment of ministers, and the right to dissolve Parliament. The legal nature of conventions is somewhat different. They are non-legal norms that should obey by those to whom they apply. Although conventions cannot enforce by the courts they exist usually respected. As the above discussion illustrates, a large part of the constitution write. However, due to the lack of a separate document that could call a constitution. This fact exists often disregarded and the UK constitution says it to be unwritten.

    Constitution 03;

    The unwritten character of the UK constitution, or rather the existence of unwritten rules, has serious legal implications. The first point to note is that Parliament can pass and revoke the law as it sees fit. Until recently the British constitution did not guarantee any rights. Although an Act, called the Bill of Rights, stood enacted as early as 1688. It dealt exclusively with issues related to Parliament and the Crown. This meant that, in theory, Parliament could pass any legislation it considered appropriate even. If it infringed on the rights of UK citizens.

    Before the enactment of the Human Rights Act of 1998, the only limitation on the Parliamentary sovereignty in cases involving human rights violations would have been the rule of law. However, the effectiveness of the rule would have lived limited if the courts had. Wanting to avoid interference with Parliamentary decisions, refused to enforce it. This should juxtapose with countries that have written constitutions. And where the rights of ordinary citizens stand protected by specially drafted provisions.

    In addition to being uncodified, the UK constitution is flexible and unitary (provided devolution does not take into account) but it exists not entrenched. The result is that while written constitutions are rigid the UK constitution is flexible, an advantage of flexibility is that any necessary changes can introduce quickly and relatively easily. On the other, however, a lack of entrenchment leaves a lot of power in the hands of a small group of people. Moreover, unwritten constitutions always involve a degree of vagueness. The situation makes worse by the fact that norms that do not write cannot enforce by the courts.

    Constitution 04;

    These problems do not arise if the constitution stood written. Yet, it does not follow all the relevant laws can found in the constitution. Munro argued:

    “It (s) also suggested, wrongly that in countries such as the United States. All the rules and arrangements concerning government had stood reduced to writing in a single document. In practice, this is never the case.”

    Both written and unwritten constitutions rely on legal precedent. They exist formed and modify by judicial interpretations of the law and political practices.

    It says to ‘unwrite’ however as has existed shown above it is not, strictly speaking, true. The constitution relies on a wide range of sources and most of them can exist found in writing. It has already existed mentioned that the constitution can describe as political. Yet following developments such as the incorporation of the European Convention on Human Rights, membership of the European Union, and changes that took place post-1997, more and more constitutional rules are being codified. Thus, according to Munro, It is becoming ’legal’. It is, therefore, submitted that the gap between the unwritten British constitution and the written constitutions in other countries is gradually becoming narrower. The new EU constitution may close this gap entirely.

    UK Human Rights Organisations and Constitution Politics Essay Image
    UK Human Rights Organisations and Constitution Politics Essay; Image by Dean Moriarty from Pixabay.
  • Departmental Organization: Meaning, Definition, Characteristics

    Departmental Organization: Meaning, Definition, Characteristics

    What does mean Departmental Organization? It is one of the conventional and most basic forms of public endeavors predominant in particular nations. These organizations completely organize, oversaw, and supported by the public authority. Under this form of organization, a public venture works as an undeniable service or the primary sub-division of an administration office. This article explains the Departmental Organization and their topics Meaning, Definition, and Characteristics or Features, Merits or Advantages, and Demerits or Disadvantages. All exercises and working of the endeavor heavily influence by a pastor who reports straightforwardly to the parliament.

    Here is the article of Departmental Organization: Meaning, Definition, and Characteristics or Features, Merits or Advantages, and Demerits or Disadvantages.

    The capable clergyman at that point assigns his authority descending at different degrees of the board for viable working and accomplishment of characterized objectives. The controlling service chooses each arrangement matter and other key choices of departmental organizations. Notwithstanding, the overall arrangements for these kinds of the endeavor outline by the parliament. Different people working in these sorts of endeavors are government representatives as they straightforwardly effect by the public authority. These endeavors additionally order into state government and local government. Indian Railways being overseen by the rail line service and Post and Telegraph administrations run by the service of correspondence are probably the best instances of departmental organization.

    Top 6 Characteristics of Departmental Organization:

    A departmental organization has the accompanying top 6 characteristics:

    1. The administration of such ventures is in the hands of the public authority. The venture oversees and constrains by the government workers of the division.
    2. The depository funds such as a venture and its receipts likewise pay into the public authority depository.
    3. It appreciates legitimate resistance and government endorsement is vital for suing the endeavors.
    4. Its records additionally review similarly to some other government division.
    5. Enlistments to these divisions make on similar standards and practices similarly just like the case with the public authority offices.
    6. Similar states of administration that apply to other government divisions apply to the staff working in this kind of big business.

    Features or highlights of Departmental Organization:

    Different highlights or features of the departmental organization territories examined in focuses underneath:

    • The simplicity of formation: It is a serious simpler assignment of building up organizations under departmental endeavors in contrast with private organizations. Departmental organizations don’t confront any severe enlistment formalities as they are set up and organized by the decision legislature of the country.
    • Under government control: Management of departmental endeavors straightforwardly oversees and control by the public authority by designating a priest to this undertaking. The pastor is straightforwardly answerable for the tasks of departmental endeavor and reports to parliament.
    • Not a different substance: Departmental endeavor isn’t set up as a free legitimate element unmistakable from Government. They detest any different legitimate powers yet works as a piece of Government.
    • Review and Accounting: These endeavors are liable to review and bookkeeping formalities similarly as material to different divisions of government. Departmental Accounting; All records appropriately keep up and conveniently examined for staying away from any error, extortion, and inconsistencies.
    Other Features:
    • Not subject to public borrow: Departmental organizations don’t have any choice of raising assets from people in general or any private body. Also, The spending allotment authorized by the Indian parliament is the solitary wellspring of money accessible to these endeavors for procuring any extra assets. The public authority somewhat or completely own all such kind of endeavors.
    • Government financing: It finances by the depository of the public authority. Each movement of a departmental organization finances through government reserves. Additionally, all incomes of these endeavors pay into the depository.
    • Extreme duty with Minister: A definitive obligation of dealing with the exercises of the departmental organization lies with the mindful priest. Also, This clergyman delegate by the public authority in front of the organization; and, is mindful of the state lawmaking body or Indian parliament for all the issues of the departmental endeavor. Pastor, thus, designates its authority downwards to particular degrees of the board for compelling working.

    Top 5 Merits of Departmental Organization:

    Following are the fundamental 5 merits of departmental endeavors:

    1. These endeavors are totally under government control and are related to one of the public authority offices. The public authority controls their work deliberately and appropriately to accomplish the goals.
    2. Departmental organizations can keep up the mystery in their work as it is fundamental for endeavors like a guard.
    3. The departmental organization guarantees the greatest level of parliamentary control of the venture.
    4. A departmental form of organization is vital for public utility administrations and vital enterprises. Key enterprises like protection and nuclear force oversee in a superior manner under government divisions.
    5. The danger of abuse of public cash limits in the departmental organization; because of a severe financial plan, bookkeeping, and review controls.

    Benefits or Advantages of Departmental Organization:

    Various advantages given by departmental organization can surely know from the focuses given beneath:

    • An instrument for social change: Departmental endeavors are key devices accessible to the public authority for advancing financial and monetary equity inside the country. These ventures utilize by the public authority as an instrument for bringing social change. For instance, an administration by setting up a mail center, telecom, and broadcasting software engineers in faraway provincial zones can do social, monetary, and scholarly improvement of individuals dwelling there.
    • Direct control of government: Such endeavors work under the immediate control of the public authority and connect to one of the branches of government. A priest delegate at the top who is capable to parliament or state governing body for all working of these kinds of endeavors. All approaches and choices are taken by the public authority; and, they can’t make any choice on their own which may hurt any gathering of people in general.
    • The mystery kept up: Another important advantage of the departmental endeavor is that they can keep up the mystery of important approach matters. Also, The public authority has full power over such organizations; and, can undoubtedly retain any delicate information like a safeguard for the public interest.
    Other Advantages:
    • Dodge abuse of government depository: Departmental endeavors are dependent upon exacting planning, bookkeeping, and reviewing like some other government organization. Also, They are under exacting control and all representatives working in these endeavors are responsible which dodges any abuse of public assets.
    • Expense on general society is lesser: This sort of embraced brings about less weight of assessment on the overall population as all incomes from these divisions straightforwardly go into the depository of government. Each action finances by the public authority and additionally, all income pays to the public authority.
    • Adds to government pay: Departmental endeavor makes a proficient commitment to the depository of government accordingly raising their general income. Any excess in these divisions moves to the public authority which builds their pay. Additionally, any lack likewise meets by the public authority.
    • Monitored by rule and guidelines of Ministry: These organizations work heavily influenced by a clergyman selected as ahead by the public authority. Each authoritative official working inside the departmental endeavor works according to the course of the delegated serve. Also, The priest reports straightforwardly to parliament and state assembly about the situation of departmental endeavors.

    Top 5 Demerits of Departmental Organization:

    A departmental endeavor experiences the accompanying demerits or limits:

    1. Public endeavors should have impressive self-sufficiency and activity. Under this framework, there is over the top pastoral control which murders agreement; and, the actual reason for making such organizations basically crush.
    2. This kind of organization is essentially run on government lines and as such acquires all the deformities of an administration organization including those of deferrals and running into the groove of red-tapism and officialdom.
    3. Under this framework, all strategies chose at the pastoral level and the forces incorporate at the more elevated level. It antagonistically influences the effectiveness of the worries.
    4. Departmental organizations can’t take long haul monetary choices since it relies on budgetary appointments of the public authority.
    5. The executives of such undertakings are in the hands of government workers. There is a shortage of skilled people who have business experience. Government employees are not appropriate for running business organizations.

    Disadvantages or limitations of Departmental organization:

    Departmental organization notwithstanding benefits additionally has a few disadvantages which are summed up underneath:

    • Impact of Bureaucracy: Departmental organization needs independence and activity as are dependent upon unreasonable administrative noise and organization. Endorsement of government needs for taking each choice which postpones the entire working cycle. Along these lines, the departmental endeavor needs adaptability in maintaining a business as on account of another kind of big business.
    • Unnecessary parliamentary control: It works under the inordinate control of parliament which makes challenges in its everyday working. Every single key arrangement and rules outline by parliament; and, actualized using a clergyman working at the top of these organizations.
    • Monetary reliance: Departmental endeavors are monetarily needy upon the spending designations of the public authority. Also, They can’t freely any long-range venture choices that may produce income for these organizations. All the incomes produced can’t use for financing business however should save into the public depository.
    Other Disadvantages:
    • The easygoing way to deal with work: The officials working in the departmental endeavors build up an easygoing way to deal with work as they are liable to visit moves. These organizations face a great deal of operational failure because of the easygoing work mentality of representatives.
    • Absence of polished methodology: Departmental endeavors faces a ton of non-polished methodology as government employees utilized here don’t have a significant expert administration range of abilities. These chiefs because of the dread of analysis from parliament or clergyman can’t afford to be an imaginative one.
    • Political impact: A departmental organization faces an overabundance of political impact in its working. Also, The force balance between the decision party and the resistance impacts its destiny of performing proficiently. Accordingly, it turns out to be more a political organization as opposed to a business or financial organization.
    Departmental Organization Meaning Definition Characteristics Features Merits Benefits Advantages Limitations Demerits Disadvantages Image
    Departmental Organization: Meaning, Definition, and Characteristics; Image from Pixabay.
  • Difference between Delegation and Decentralization

    Difference between Delegation and Decentralization

    Delegation and Decentralization: They are closely related concepts. Decentralization is an extension of delegation. It is wider in scope and consequence than delegation. Szilagyi writes, “Centralization and decentralization should not be viewed as two separate concepts, but opposite ends of a single continuum of delegation.” The primary difference between Delegation and Decentralization: Delegation is the process of assigning authority to others. This process of delegating power from higher to lower levels within organizations results in decentralization. Thus delegation can under­stand as a means of affecting decentralization.

    What is the Difference between Delegation and Decentralization in Organization Function?

    In an organization, it is not possible for one to solely perform all the tasks and take all the decisions. Due to this, their authority came into existence. Generally, there is some confusion regarding the meanings of both because of the fact the process in respect of both is almost the same.

    Some people consider them synonyms but that is wrong. Their difference can understand with the help of an example. Suppose, a general manager allows the manager of the department of production to appoint employees with a pay range of less than dollar 500 in his department, it will call delegation.

    On the contrary, if this authority of appointing the employees is given to the managers of all the departments, it will call decentralization. If the departmental manager assigns this authority to a sub-manager of his department, it will be the extension of decentralization. In this reference, it is said that if we delegate the authority, we multiply it by two, if we decentralize it, we multiply it by many.

    Meaning of Delegation and Decentralization:

    Delegation means the passing of authority by one person who is in a superior position to someone else who is subordinate to him. It is the downward assignment of authority, whereby the manager allocates work among subordinates. On the other hand, Decentralization refers to the dispersal of powers by the top-level management to the other level management. It is the systematic transfer of powers and responsibility, throughout the corporate ladder. It elucidates how the power to take decisions is distributed in the organizational hierarchy.

    Table of Difference:

    The following difference below are;

    Delegation and Decentralization - Table of Difference
    Delegation and Decentralization – Table of Difference.

  • What is Control and Organizational Factors? easy Explanation

    What is Control and Organizational Factors? easy Explanation

    Organizational Control: Control can define narrowly as the process a manager takes to assure that actual performance conforms to the organization’s plan, or more broadly as anything that regulates the process or activity of an organization. We are going to study of Control and Organizational Factors. First, want to know what they are? Simply put, organizational control is the process of assigning, evaluating, and regulating resources on an ongoing basis to accomplish an organization’s goals. To successfully control an organization, managers need to not only know what the performance standards are but also figure out how to share that information with employees.

    What is Control and Organizational Factors? easy Explanation.

    The behavioral implications of control, as elaborated above do not mean that control should not be applied in the organization. In fact, control has many positive aspects, as discussed earlier. The basic necessity is that it should suit die participants to make it more effective.

    Control and Organizational Factors - Topic
    Control and Organizational Factors – Topic

    From this point of view, it is imperative that various organizational phenomena should analyze, which affect the control system. Though there are many such organizational factors and people are engaged in finding out the answer to this basic question of how people can better control for organizational effectiveness, the main factors related directly to control are:

    Organizational Rules and Procedures:

    Most of the organizations prescribe some standing measures for providing guidelines for people’s actions in the organizations in the form of policies, rules, and procedures. While these elements provide guidelines to them, they, particularly rules and procedures, prescribe rigidity in action. Thus, they leave very little scope for freedom in action. These rules and procedures also take away initiative and generate alienation.

    Many times, they may not be able to isolate or sense the factors, which have caused a. particular situation. Thus, there may be a tendency to put the blame on those who are not really responsible for a situation. Besides, the rules and procedures create more delay in action and consequently the result. Such a phenomenon is more frustrating to individuals in the organization.

    Perception Formation:

    The people’s perception is affecting by a number of factors, as discussed earlier. In organizational situation, it is affected by the action of management, and the type of relationship between management and employees. The perception of people towards control is a major factor in determining the response to it.

    Thus, if the perception of people about the control attempt is based on sound organizational climate, mutual trust and belief, there is more likelihood of getting a favorable and better response from them. On the other hand, if it is based on general distrust, fear and suspicion, there is always the people resist a possibility that control attempt.

    Organizational Communication:

    The organization has to design a communication network for carrying the control, information both downward and upward. Through the downward communication, a superior sends the information about what a subordinate is expected to do; the upward communication is used to get control information from the subordinates, that is, what they have done. Besides, these channels also serve other purposes.

    Thus, the organization depends to a large extent for exercising control through communication. If the communication system is not quite effective, it will affect the control system also, to that extent, in communicating what is expected from a subordinate and also how he is performing. Often communication blockade is a major source of confusion and frustration in the minds of the people and they resist control.

    What is Control and Organizational Factors easy Explanation
    What is Control and Organizational Factors? easy Explanation

    Motivational Dynamics:

    The control is affecting by the motivational dynamics of people and how the organization is going to satisfy the various needs of the people. The motivational dynamics have a twofold role in control.

    • First, how the various attempts at control are in time with the needs of the people. Ideally speaking, a control system should focus adequately on the needs of the participants and must suit them. It means the control system should be tailor-made and no universal because people differ. Thus, all people cannot satisfy the same system.
    • Second, the organization itself provides motivation or, Demotivation to the people to work. Human beings, being gregarious, seek to remain in the organization.

    Thus, many of his needs can satisfy by this phenomenon. However, since organization, as a Collectivity of people, has certain norms of behavior it becomes Demotivation for the people. If it is not in accordance with the people. Thus the organizational phenomenon of how people are motivating is a crucial factor in the control of the behavior of people in the organization.

    The various factors discussed above suggest that. They actually decide the behavioral implications of control rather than the individual factors alone. Thus real implications may understand in terms of the interaction of individual and organizational factors. While many of the individual factors may analyze the lines suggested earlier in the previous part of the text. The organizational factors may analyze throughout the remaining portion of this part.

  • How does an Organization Create a Customer for Business?

    How does an Organization Create a Customer for Business?

    How does an Organization Create a Customer for Business? “Without customers, you don’t have a business.” It is such a simple, nevertheless, scary thought. Essentially, “Create a customer” means identifying needs in the market, to find out that the organization is the potential to provide and develop a service to convert customers into potential buyers. Marketing managers are responsible for most of the activities required to make organizations an organization. Why Entrepreneurs Required the Capital? to Pursue Business!

    Explain the topic of “Create a Customer”.

    The following concept below is:

    1] Quotes for Customer:

    The following definition quotes for customers below are;

    Lemony Snicket,

    “Just because something is traditional is no reason to do it, of course.”

    James A. Michener,

    “If you reject the food, ignore the customs, fear the religion, and avoid the people, you might better stay home.”

    Bill Gates,

    “Your most unhappy customers are your greatest source of learning.”

    2] An organization can create a Customer:

    These activities include; How?

    • Identifying customer needs.
    • Designing goods and services that meet those needs.
    • Communication information about those goods and services to prospective buyers.
    • Making the goods and services available at times and places that meet customer’s needs.
    • Pricing goods and services to reflect costs, competition, and customer’s ability to buy, and.
    • Providing for the necessary service and follow-up to ensure customer satisfaction after the purchase.
    How does an Organization Create a Customer for Business
    How does an Organization Create a Customer for Business? #Pixabay.

    3] Define the Customer:

    A customer is a person or company that receives, consumes, or buys a product or service and can choose between different goods and suppliers. The main goal of all commercial enterprises is to attract customers or clients and make them purchase what they have on sale.

    They also try to encourage them to keep coming back. At the core of marketing is having a good understanding of what the customer needs and values. We often refer to customers who have a relationship with the supplier as clients.

    Also, people who hire the services of a professional are clients, not customers. For example, a lawyer has clients. When a customer buys something, the seller immediately focuses on the next one. However, with a client, the aim is to cultivate the relationship.

  • The different types of Organization and their Meaning with Merits and Demerits

    The different types of Organization and their Meaning with Merits and Demerits

    What does the Organization Mean? For entrepreneurial productive activities, organizes various factors of production such as land, labor, capital, machinery, etc. for channeling. Eventually, the product reaches consumers through different agencies. Business activities are divided into different functions, these tasks are assigned to different individuals. So, what are we going to discuss; The different types of Organization and their Meaning with Merits and Demerits.

    If there are different types of Organizations in different departments, their Merits and Demerits will also be there, and together with their meanings.

    There should be the achievement of common business goals with various personal endeavors. An organizational organization has a structural framework of the duties and responsibilities required for personnel in carrying out various tasks with the approach of achieving business goals. The management attempts to combine various business activities to meet pre-determined goals. Definition: “The organization is the process of identifying and formulating the process of establishing relationships with the purpose of executing, defining and delegating and fulfilling objectives, to work the most effective way of working people.” In Alan’s words, an organization is a tool to achieve organizational goals. The work of each person is defined and the authority and responsibility are decided to fulfill it.

    Different types of Organizations:

    • Project organization
    • Functional organization
    • Matrix organization
    • Line organization, and
    • Line and staff organization

    Project Organization:

    Meaning of the project organization: Project organization consists of several horizontal organizational units to complete long-term projects. Each project is extremely important for the organization. Therefore, a team of experts has been formed from different areas for each project. The size of the project team varies from project to project. The activities of the project team are coordinated by the project manager, who has the right to seek advice and assistance of experts within and outside the organization.

    The main concept of the project organization is to gather a team of experts to work on and complete a specific project. Project employee is different and independent of functional departments. The project organization is employed in professional areas such as aerospace, construction, aircraft manufacturing and management consulting etc.

    Qualifications and Merits of the project organization:
    • It focuses on the demand for a complex project.
    • It completes the completion of the organization without disturbing the normal routine of any organization.
    • It provides a logical point of view for any challenge in completing a major project with a definite start, end, and clearly defined result.
    Project organization Demerits or faults:
    • Organizational uncertainty is because a project manager has to deal with professionals from different fields.
    • There can be inter-departmental conflicts with organizational uncertainties.
    • There is a great fear among the personnel that the completion of the project can lead to job loss. This sense of insecurity can cause great anxiety about career progression.

    Functional Organization:

    Functional organization means: In this type of organization, the number of experts each organization has near a particular task or group of related organizations. Every expert has control over the function under his charge, it does not matter where this ceremony is done in the organization. He controls all those working in that functional area.

    For example, a Human Resources Department will recruit, train and develop the necessary people for all other departments of the organization. Each employee receives orders and is responsible for many experts. The functional organization can also be used at a higher level at the lower level of management. At the higher level, it involves the group of all functions to be included in the main functional departments and keeping each department under an expert executive. Each functional issues the order in the whole organization in relation to the tasks in the main question.

    Qualifications and merits of functional organization:
    • There is a full specialization of work and each worker gets expert guidance from many experts.
    • Work is done more effectively because each manager is responsible for one task rather than the abundance of tasks.
    • The growth and expansion of the enterprise are not limited to the capabilities of some line managers.
    The fault or Demerits of functional organization:
    • It violates the principle of unity of the command because a person receives orders from many experts. It leads to conflict and poor discipline.
    • Responsibility is divided. It is not possible to decide the responsibilities of specific individuals.
    • There is a delay in decision-making. Decision problems cannot be taken quickly to include many experts because all functional managers need consultation.

    Matrix Organization:

    Meaning of Matrix Organization: The matrix organization or grid organization has a hybrid structure with the combination of the functional department of two complementary structures with the net project structure. Functional structure matrix is the permanent feature of the organization and retains the authorization for the overall operation of the functional units.

    The matrix organization has been developed to meet the needs of a large and complex organization, for which it is necessary to make the structure more flexible and technically oriented rather than structural structures. Temporary project teams are consistent with successful completion of special projects. The right of the project manager flows horizontally while the functional manager’s right flows vertically.

    Properties or Merits of Matrix Organization:
    • It helps individually focus on focus, talent, and resources on a single project which provides better planning and control.
    • It provides an environment in which professionals can test their abilities and make the most contribution.
    • This project gives motivation to the employees because they can focus directly on the completion of a particular project.
    Matrix organization Demerits or faults:
    • It violates the principle of unity of order. Each employee has two senior executives- one functional superior and other projects are better.
    • The scalar theory is also violated because there is no fixed hierarchy.
    • Organizational relations here are more complex. In addition to formal relationships, informants also arise which cause problems of coordination.

    Line Organization:

    Meaning of Line Organization: This is the basic framework for the entire organization. It represents a direct vertical relationship through which the authority flows. This is the simplest and oldest form of internal organization. This organization is also known as the Scalar organization. Authorization flows from top to lower level. Every person is in charge of all the persons under him and he himself is responsible for his superiority.

    All persons responsible for the execution of the authority flows through vertical and top persons. On the other hand, liability flows upwards. Everyone is responsible for their work and is responsible for their senior. Since authority and responsibility flows in a straightforward straight line, it is called line organization. This form of organization is followed in military establishments.

    Line organization qualifications and merits:
    • It is easy to set up and easy to understand by employees. There is no complexity in this organization because every person is responsible for only one superior.
    • Line organization helps in fixing the rights and responsibilities of each person in the organization. The authority is given in the context of the assignment of the work.
    • Since only one person is in charge of division or division, the decisions are early. The unity of command theory is followed.
    Line organization’s demand and Demerits:
    • There is a lack of coordination between different departments.
    • The final authority to take all the decisions is with the officers. The flow of information is downwards.
    • Business is dependent on some key individuals and the sudden disappearance of such persons from the scene can lead to instability.

    Line and Staff Organization:

    Meaning of Line and Staff Organization: Because of the underlying lack of line organization and functional organization, they are rarely used in pure forms. Line organization is very focused and the functional organization is very much spread. New Organization Structure Line and Staff Organization have been developed to eliminate the shortage of both types of organizations.

    Properties or Merits of Line and Staff Organization:
    • Have a schematic specialization. And, there is a well-defined authority and responsibility. The line of command is maintained.
    • Ideal and executive functioning is the division.
    • Employees with their expert knowledge provide opportunities for line officers to adopt a rational multi-dimensional approach to a problem.
    • This type of organization nurtures growth because each person grows in their own characteristics. It also helps coordinate through co-operation and leadership.
    Drawbacks or Demerits of Line and Staff Organization:
    • On occasions, lines and employees may vary. It can be from the conflict of interest and inhibit harmony relations.
    • Incompetent line officers have a misinterpretation of expert advice.
    • Employees feel less without conditions of authority.
    • Employees become ineffective in the absence of authority.

    The different types of Organization and their Meaning with Merits and Demerits
    The different types of Organization and their Meaning with Merits and Demerits. Image credit fro #Pixabay.

    Concepts of Organization:

    There are two concepts of organization:

    Static Concept:

    Under the static concept, the term ‘organisation’ is used as a structure, an entity or a network of specified relationship. In this sense, an organization is a group of people bound together in a formal relationship to achieve common objectives. It lays emphasis on position and not on individuals.

    Dynamic Concept:

    Under the dynamic concept, the term ‘organisation’ is used as a process of an on-going activity. In this sense, an organization is a process of organizing work, people and the systems. It is concerned with the process of determining activities which may be necessary for achieving an objective and arranging them in suitable groups so as to be assigned to individuals. It considers the organization as an open adoptive system and not as a closed system. Dynamic concept lays emphasis on individuals and considers the organization as a continuous process.